Organization Working environment Applied psychology Organizational psychology Workplace dynamics Employee behavior culturePowerPoint.pptx

Chapter 1
Organizations, Work, and
Applied Psychology

Learning Goals (1 of 4)
• 1-1: Describe what an organization is and
how applied psychology can help
organizations make the wisest use of the
people who staff them.
• 1-2: Define the terms applied psychology,
talent management, human resource
management, and personnel psychology
and understand how they differ.
3
Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

• 1-3: Explain how demographic changes
and diversity will affect recruitment and
staffing.
• 1-4: Understand the managerial
implications of generational diversity.
4

• 1-5: Illustrate how technology and
globalization are changing work and
organizations.
• 1-6: Describe the difference between job
security and employment security, as well
as the implications of each one for
individuals and organizations.
5

• 1-7: Explain the changing roles of
managers and workers as the structure
and design of organizations continue to
evolve.
• 1-8: Describe how the digital revolution will
affect the workplace of the future, and
identify emerging research needs in that
area.
6

The Pervasiveness of
Organizations (1 of 5)
• Organization
– Collection of people working together in a
division of labor to achieve common purpose
– System of inputs, throughputs, and outputs
– People basic ingredients of all organizations
7

8

• Applied psychology
– Applying psychological principles to practical
problems in organizations
• Talent management
– Organizations anticipate and meet needs for
talent in strategic jobs
9

• Human resources management
– Comprises staffing, retention, development,
adjustment, and managing change
10

• Personnel psychology
– Individual differences in behavior and job
performance
– Methods for measuring and predicting such
differences
11

Differences in Jobs
• A large variety of goods and services
– Manufacture of tangible products
– Provision of less tangible services
12

Differences in Performance
• People are a substantial investment
• Differences in people include
– Size, weight, physical dimensions
– Aptitudes and abilities
– Personality
– Interests
– Psychological dimensions
13

A Utopian Ideal
• Assess each individual’s aptitudes,
abilities, personality, and interests
• Profile these characteristics
• Place all individuals in jobs perfectly suited
to them and to society
14

Point of View (1 of 3)
• In a free society, every individual,
regardless of race, age, gender, disability,
religion, national origin, or other
characteristics, has a fundamental and
inalienable right to compete for any job for
which he or she is qualified.
15

• Society can and should do a better job of
making the wisest and most humane use
of its human resources.
16

• Individuals working in the field of human
resources and managers responsible for
making employment decisions must be as
technically competent and well informed
as possible, since their decisions will
materially affect the course of individual
livelihoods and lives.
17

Personnel Psychology and Talent
Management in Perspective (1 of 3)
• Engineering psychologist
– Human aspects of design of tools, machines,
work spaces, information systems, and
aspects of the work environment
18

• Social psychologist
– Studies power and influence, attitude change,
communication in groups, and individual and
group social behavior
19

20

The Globalization of
Product/Services Markets (1 of 2)
• Globalization
– Ability of any individual or company to
compete, connect, exchange, or collaborate
globally
– Increasing workforce flux
– More diversity
– Technical skills less defining
21

The Globalization of
Product/Services Markets (1 of 2)
• White- and blue-collar jobs wiped out
permanently
• Corporate downsizing
• Change and uncertainty new
psychological contract
22

Effects of Technology (1 of 2)
• Cloud and mobile computing
• Big data and machine learning
• Sensors and intelligent manufacturing
• Advanced robotics and drones
• Clean-energy technologies
23

Effects of Technology (2 of 2)
• Ubiquitous computing
– Computational technology permeates almost
everything, enabling new ways of connecting
people, computers, and objects
– Process of creative destruction
– Used to enable or to constrain people at work
– Changing nature of competition, work, and
employment
24

Changes in Structure and Design
• Premised on constant change, not stability
• Organized around networks, not rigid
hierarchies
• Built on shifting partnerships and alliances,
not self-sufficiency
• Constructed on technological advantages,
not bricks and mortar
25

Changing Roles of Managers and
Workers (1 of 2)
• Managers explain and communicate how
their organizations create value
• Leadership in digital age not about control,
but comfort with uncertainty
26

Changing Roles of Managers and
Workers (2 of 2)
• Agility: collaborative innovation to solve
unstructured problems
• Talent-on-demand: central feature of “gig”
economy
27

Changing Demographics (1 of 2)
• Women at all levels
• More multiethnic, multicultural workers
• Older and younger workers
• More workers with disabilities
• Robots
• Contingent workers
28

Changing Demographics (2 of 2)
29

Implications for Organizations
and Their People
• Add positive economic benefits to
producing goods or delivering services
• Skills of workforce distinguishable from
competitors
• Skills not easily duplicated
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31
Evidence-Based Implications for Practice

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